Listen to two executives' perspectives on improving performance management and feedback processes.
Experts agree that changes are necessary to the way most organizations review employee performance. Complaints about the traditional review process is well documented: It's often time-consuming and overly administrative.
But what's the alternative? How can organizations move beyond boilerplate, cookie-cutter feedback? More importantly, what are some best practices for delivering feedback that's connected to day-to-day work and the behaviors that improve employee performance?
CTDO recently spoke with two individuals for their perspectives on this topic.
Amanda Haddaway is an award-winning HR consultant, corporate trainer, and author of two books.
She says that although organizations need a performance management mechanism that detects and corrects performance issues, they also need performance reviews that are in-the-moment conversations and help workers grow and develop.
Ben Locwin is a behavioral neuroscientist and the author of the TD at Work issue "A Modern Approach to Performance Feedback."
He finds that many companies think they have the answer to better performance, but too often real-world execution is managed incorrectly. He worries that even with changes, too few employees feel like feedback offers any real, tangible value. In response, Locwin has refined his approaches empirically, using deep humility to challenge long-held beliefs and preconceptions that plague those aspects of the people-centered discipline.